Business succession planning - Deloitte US
Business succession planning Cultivating enduring value
All six volumes in one collection
This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this publication, rendering business, financial, investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this publication. As used in this document, "Deloitte" means Deloitte LLP and its subsidiaries. Please see us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
Contents
5 Introduction 6 Volume 1: The need for planning 14 Volume 2: Establishing a foundation 26 Volume 3: Developing future leaders 34 Volume 4: Preserving personal and family wealth 50 Volume 5: Family dynamics and governance 64 Volume 6: Cementing a legacy
4 Business succession planning
Introduction
The operational demands of running a family business or other closely held enterprise can be all-consuming, but it's vital that business leaders take the time needed to assess their organization's business succession planning. The penalty for failing to get ahead of leadership or ownership changes can be significant, as the coming years may bring substantial transfers of wealth as businesses change hands and adopt new ownership structures. The long-term survival of a business, and the preservation of the wealth that has been built, will likely depend on getting ahead of those changes through strategic succession planning.
For private, owner-managed, or family-owned businesses, a solid succession plan can drive the growth of the business, reduce taxes, and set the stage for retirement. Family-run businesses may benefit further by focusing on preserving harmony within the family.
This publication is a compilation of a six-volume series that addresses the broad range of topics that business owners need to consider in order to facilitate an orderly transition of management and ownership, including:
? How a strategic, long-term approach to business succession planning can help meet personal and business goals -- and how to get started.
? How the choice of entity structure, valuation methods and financing options can impact succession planning -- and outcomes -- for private businesses.
? How management talent assessment, development and compensation planning can help solidify the next generation of company leadership.
? How planning ahead for estate and gift taxes, life insurance and investments can help address family and business needs and meet retirement goals.
? How to balance business needs and family concerns in order to create a long-term governance plan that can help the business and family prosper together.
? How adopting leading practices and strategies can help confirm one's legacy isn't left to chance.
Taken together, these issues demonstrate that succession planning is an important and evolving process. This is not a subject to be put off until later; to be done successfully, it needs to be an integral part of a company's business strategy and operations.
This publication is a compilation of a six-volume series that addresses the broad range of topics that businesses owners need to consider in order to facilitate an orderly transition of management and ownership.
Cultivating enduring value 5
Volume 1 The need for planning
A plan for permanence No one goes through the work, risk, and sacrifice of starting a business without hoping it will last. Building value that endures is the dream that motivates entrepreneurs. Yet in many businesses, too little of that work goes into determining who will take over when the founders leave the stage.
For a business, working without a succession plan can invite disruption, uncertainty, and conflict, and endangers future competitiveness. For companies that are familyowned or controlled, the issue of succession also introduces deeply emotional personal issues and may widen the circle of stakeholders to include non-employee family members.
According to the National Association of Corporate Directors, fewer than one in four private company boards say they have a formal succession plan in place.1 There isn't a good reason to justify the common oversight of not planning for business succession. Some business leaders are too caught up in the challenges of the present. Some have a subconscious aversion to the reality that they won't be around forever, or assume succession will work itself out naturally. Others are aware of the task's true complexity and find it overwhelming. Ultimately, however, the reasons people avoid succession planning aren't as important as the reasons they should embrace it.
The next 10 to 15 years may bring substantial transfers of wealth through business ownership handoffs across generations and other new ownership structures. The longterm survival of those businesses, and the preservation of the wealth they have built, will depend upon a clear and early focus on strategic succession planning.
6 Business succession planning
1 PressRelease.cfm?ItemNumber=4699
Not so simple Succession planning is a complex process that draws upon many business disciplines. Many privately held businesses display solid professionalism and enviable profits in their daily operations, yet fail to properly plan for and complete the transition to the next generation of leaders. Even the most sophisticated and knowledgeable business professionals can get caught in a web of complicated issues. In fact, many business owners do not carry out a managed transition to a successor leadership team. In the case of family-owned businesses, only 30 percent survive into the second generation, 12 percent survive into the third, and only about 3 percent operate into the fourth generation and beyond.
The need for planning Succession planning is a multidisciplinary process. When you engage in succession planning, you're not just focusing on the future, because it's impossible to plan for the future without a deep understanding of the present. Leaders have to know the current reality of their businesses -- how they operate, where the value lies, what their needs are, who their most vital customers are and why -- in order to prepare for new leadership and new structures that can provide continuity in the ways that matter.
There are many benefits for companies and owners who plan properly and strategically for an orderly transition of management and ownership:
An owner-manager usually has a personal vision to retire and sell the business "someday," but he or she may not have adequately considered what it will take to make that vision a reality. Even leaders who profess they'll never retire have to acknowledge that no one remains at the helm forever.
An unprepared new management group, or even a poorly managed transition to competent management, can trigger significant loss in value. If leaders want their businesses' intrinsic value to remain intact for the benefit of their successors, they should begin the planning process sooner rather than later. Many leaders choose to embark on a long-term program to identify and groom the company's future executives. In some cases, a careful planning process may reveal that selling the business instead of maintaining successor ownership really is the answer for their situation.
? Survival and growth of the business or its assets -- under the current structure or after sale or restructuring
? Preservation of harmony when the business is familyowned
? Reduction or elimination of estate and income taxes ? Facilitation of retirement for the current leadership
generation ? Ability to retain control of the process instead of having
someone else make decisions
Not all succession plans are created equal. If your business has a succession plan in place, the questions on the facing page can help determine how effective that plan and your current practices actually are.
According to the National Association of Corporate Directors, fewer than one in four private company boards say they have a formal succession plan in place.
Cultivating enduring value 7
A multidisciplinary platform If succession planning isn't as simple as some may believe, how can leaders make sure they're covering the necessary bases? An inclusive approach focuses on there categories of crucial components:
Family ? Goal articulation ? Family information and communication ? Estate and gift planning ? Life insurance analysis ? Investment advisory services ? Family offices
Shareholder ? Shareholder agreement ? Disability planning ? Compensation planning ? Stock transfer technique
Business ? Business strategy assessment ? Management talent assessment ? Corporate structuring ? Current business valuation ? Retirement planning
Considering these components is a useful way for business owners to conceive and implement a broad-based plan that can address critical needs and win acceptance from multiple stakeholders. By following this approach, business owners can also draw on the experiences of select advisors who work together as a team, enriching the plan's scope and effectiveness.
The owners of privately held businesses face complex planning issues. For some, the first order of business is the long-term success of business operations, which encompasses a host of distinct issues. For others, the priority is the preservation of family wealth through estate, gift tax, retirement, insurance and investment planning -- an equally complex challenge that may not always align perfectly with the aim of perpetuating the business.
These issues should be part of a long-term strategic plan that accounts for the needs of the business as well as the needs of the business owner:
? Creation of a formal development program for likely successors
? Evaluation of corporate finance and entity structure options, including debt and financing paths
? The competitive landscape of your industry and business value drivers
? Compensation planning for successors and other executives
? Creation and implementation of shareholder agreements ? Contingency planning in case something interferes with
the performance or availability of leadership personnel ? The complexity of closely held stock valuation issues,
and efforts to limit the impact of those complexities on long term value ? Use of tax-effective ownership-transfer techniques
Strategic succession planning becomes even more complicated when family issues such as legacy, birthright, communication, personalities, and interpersonal dynamics are added to the mix. Even an apparently simple succession scenario can become more complex when family interests mingle with business concerns. Even without any explicit disagreement among those involved, the goals of the business -- to generate profits, exploit market opportunities, reward efficiency, develop organizational capacity, and build shareholder value -- can come into direct conflict with the recognized goals of the family.
8 Business succession planning
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